Free Webinar
The Role of RGM to Drive Change and Growth with Unilever
When data explodes and decisions accelerate, RGM only creates value if insight turns into execution.
RGM with Unilever
Most CPG organisations are sitting on more data than ever before, yet RGM decisions still fall back on instinct, precedent, or internal negotiation. As categories fragment, retailers consolidate power, and volatility becomes constant, those habits increasingly lead to missed opportunities and value leakage. [04:44]
This session brings a practitioner view from BIC on what it takes to move from data availability to data-led decisions that actually land in market. The focus is not on analytics sophistication alone, but on how insight becomes a credible story, how feasibility is tested before execution, and how RGM creates a “triple win” for manufacturers, retailers, and shoppers. [06:31]
What You'll Learn
- Why data-driven RGM matters more as gut instinct becomes unreliable.
Kelly explains how faster decisions, shifting consumer behaviour, and competitive pressure have reduced the effectiveness of intuition-based approaches, even for experienced teams. [04:16] - How to move RGM from isolated levers to a holistic system.
The session shows why pricing, promotions, mix, and trade cannot be optimised independently, and how decisions on one lever reshape outcomes across the others. [05:51] - Why insight only creates value when it is translated into a believable story.
Kelly outlines how sales teams struggle when insights stay abstract, and why storytelling is essential to turn data into retailer-ready recommendations. [07:01] - How feasibility checks protect RGM from theoretical wins that fail in execution.
BIC’s approach emphasises testing whether recommendations are realistic for both the manufacturer and the retailer before going to market. [08:19] - How the “triple win” reframes RGM conversations with customers.
The session explains how aligning value creation for brands, retailers, and shoppers shifts RGM away from zero-sum trade-offs toward category growth. [09:18]
Meet the Speakers
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Kelly RoladerGlobal VP of Revenue Growth & Development, BIC |
Kelly is a seasoned RGM leader with a track record of driving data-led commercial strategies. As Global VP of Revenue Growth & Development at BIC, she focuses on optimizing revenue strategies through fact-based decision-making. Before BIC, she held key RGM leadership roles at The Coca-Cola Company, spearheading global initiatives in commercial execution.
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Mario KoenigsfeldVP of Revenue at Buynomics |
Mario leads the commercial departments at Buynomics and fosters relationships with global players in Consumer Packaged Goods (CPG), Software, and Telecommunications. Before Buynomics, he gained a rich background in pricing strategy and revenue growth management from his tenure at Simon-Kucher & Partners.
Session Highlights
Data abundance has outpaced decision quality in many RGM teams.
Kelly argues that while data availability has exploded, much of it remains underutilised, leading teams to default back to instinct rather than insight. [04:28]
RGM decisions only scale when insights become simple, credible stories.
The session highlights why sales teams need clarity and belief in the data to sell recommendations into retailers effectively. [07:13]
Feasibility is the missing step between insight and execution.
BIC stress-tests recommendations to ensure they address real retailer pain points and are realistic to execute before committing resources. [08:27]
The triple win reframes negotiations around shared value creation.
Kelly explains how aligning manufacturer, retailer, and shopper outcomes shifts RGM from trade-offs to category-positive growth. [09:25]
VUCA conditions make predictive and prescriptive RGM non-negotiable.
Volatility, uncertainty, complexity, and ambiguity increase the need for data-driven agility and resilience in commercial decisions. [13:11]
RGM maturity progresses from descriptive to prescriptive decision-making.
The session outlines how teams evolve from reporting what happened to simulating what will happen and deciding what should be done. [15:21]
Standardised KPIs create clarity and unlock execution at scale.
Kelly shares how BIC aligns the entire commercial organisation around three core RGM KPIs to drive consistency and focus. [20:22]
Q&A
How does BIC define and measure RGM success across the organisation?
Kelly explains that BIC focuses on three core KPIs: net sales growth ahead of volume and inflation, net sales per SKU to measure portfolio productivity, and trade investment growth relative to top line. This creates clarity and consistency across all markets. [23:44]
How do you prove the value of RGM when competing for internal resources?
RGM impact is measured through price and mix contribution, portfolio productivity improvements, and trade savings that flow directly to the bottom line. These metrics allow the team to clearly link RGM actions to business performance. [35:47]
How did BIC overcome early resistance to RGM beyond pricing?
Kelly notes that RGM was initially seen as a pricing function only. The team addressed this by clearly defining RGM’s scope across four pillars, building shared KPIs, and training the organisation to show tangible value. [33:18]
Where does RGM sit in the BIC organisation today?
The RGM team reports into the Chief Commercial Officer, alongside sales, marketing, digital, and other commercial functions, reinforcing its role as an integrated business driver. [38:03]
How do you handle situations where data contradicts retailer beliefs?
Kelly stresses the importance of first building belief internally within sales teams. Once aligned, data can be used to reframe discussions around what the retailer is truly trying to achieve and how alternative approaches may deliver better outcomes. [41:12]
How does AI support predictive and prescriptive RGM at BIC?
AI-enabled simulation allows BIC to test pricing, pack, promotion, and trade scenarios before execution. This supports more confident recommendations by showing what is likely to happen, not just what happened in the past. [17:07]